Cours 4-5-6 Flashcards
Before a crisis, you have to get ready for what?
-Sometimes, there are warning signs before a crisis… which people just don’t want to believe
-You can’t prepare for everything – but you can prepare for anything
-Prepare yourself for the most likely and the biggest impact that could happen.
Un événement accidentel, c’est quel type de crise ( Tunamie)?
Ce n’est pas réputationnel mais bien fonctionnel.
Le réputationnel crises, impact vraiment l’image de ta compagnie
Définition de crisis and issue? What is the difference?
Crisis
A crisis is a situation which has an immediate negative impact on an organization and takes that organization out of the environment of normal management procedures.
It is important to distinguish between a physical crisis which may affect the health and safety of staff, consumers and others, and a crisis of confidence. Both may have a serious and immediate impact on business.
Quand la compagnie fait face à la crise, la compagnie n’est pas capable de fonctionner
Physical crisis et procedural crisis c’est la même chose.
Issue
An issue is a condition of pressure (either internal or external) that, if it continues, may have a significant impact on the functioning or the interests of an organisation.
An issue may affect the attitudes and perceptions of key audiences. An issue may be a safety concern surrounding a product, for example.
An issue has the potential to become a crisis.
C’est un potential crisis, mais ce ne l’est pas encore. C’est plus une petite crise qui a le potentiel de devenir une grosse crise.
A crisis is perceptual: it is the perception of stakeholders that help to define an event as a crisis. A company or organization’s management must be able to see the event from the stakeholder’s perspective to properly assess whether a crisis has occurred.
What are the definitions of crisis and incident?
Crisis and Incident
A crisis disrupts or affects the entire organization (or has the potential to do so): that’s the difference between a crisis and an incident, which is a minor and localized disruption. In some cases, an entire industry can be affected by a crisis in one of its member organizations.
More miner incident: Threat a miner incident as a crisis is a bad thing to do. Because it can make it worst then what it is.
What tend to turn issues or incident into crisis?
Social media
With social media what change in the crisis world?
Dans le temps ça devenait rarement une crise. Contrairement à aujourd’hui, tout pour tournée en crise en raison des medias sociaux. Il faut donc réagir beaucoup plus rapidement pour réduire les domage. Cela signifie que tu as encore plus de besoin d’une préparation à la crise. Avoir des scenario prêt en cas de besoin. Ton porte parole aussi doit être prêt à réagir.
Now :
Citizen journalism, e.g. citizens posting live pictures
Platform for sharing emotions / critics
Increased risk of rumours and spreading of false information
Increased risk of reputation damage
Quand tu fais face à une crise, quelles questions dois-tu te demander?
• Ask yourself a number of questions:
Is your company directly addressed?
Questions or statements?
How many people picked up on the ‘news’?
Is the campaign the result of a genuine mistake or misstep?
Or is it just a rumour?
Are KOLs taking a stance?
• Take the time to assess whether engaging with the community is wise… and keep monitoring for possible escalation
• Have a plan in place for what the response will be & how it will be communicated …
we’ll come back to these different elements later!
Name the caractéristiques of***
- Characteristics
Lack of information
Unpredictable (≠ unexpected)
Very rapid succession of events
Public domain
Risk of losing control
Is it easy to lose a reputation?
It takes 20 years to build a reputation and five minutes to ruin it.
Phases on a crisis?
1.Alert
2.Activation
3.Strategy
4.Implementation
5. Rebuilding
Describe the phases on a crisis
- Alert
Detect incident
Inform emergency services if relevant
Assess situation
Notify those who are empowered with “double-check” principle
Decide to activate teams
Alert teams - Activation
• Set-up a first CMT-meeting
Check CMT composition
Establish a first situation analysis
Set priorities & a crisis mission statement
List stakeholders
Determine next meeting
• Inform Corporate
• Alert tactical teams
• Inform receptionists
• Set up holding statement incident
• Launch monitoring
• Ask members to perform an initial risk assessment in their domain of expertise
• Identify short-term must do’s - Strategy
Define crisis handling strategy
Translate it into concrete action plans
Track additional incoming information
Map key stakeholders
Set up a crisis communication strategy for internal audiences,
external stakeholders, press & social media
Inform and give guidelines to sales representatives
Monitor stakeholders’ reactions
Evaluate mid-term consequences
Liaise with impacted authorities
Create contacts with victims - Implementation
Follow-up on actions
Reassess strategy based on new information
Track additional incoming information
Monitor stakeholders’ reactions
Follow-up on contacts with key stakeholders
Keep staff informed
Evaluate long-term risks - Rebuilding
Analyse logs
Analyse reputational damage
Make report with evaluation of CMT-efforts
Adapt procedures
Avec quel outil dois-tu commencer avant de faire l’ensemble des outils de communication?
Tu dois commencer avec tes messages clé et après à partir des messages clé tu dois faire les outils de communication nécessaire
What is the most tangible asset of an organisation?
Reputation is the most important intangible asset of an organization
La réputation d’une organisation est un asset qui va protéger une organisation pendant une crise. C’est pas vrai que dans une crise ont pert l’ensemble de notre réputation. L’exemple de l’exam qu’il arrête pas de le dire
La réputation va avoir un lien avec ta valeur.
Impression - perceptions - support - KPIs
Page 25 des notes de cours
Crisis management
Crisis Management
The main goal is to guarantee that no matter what kind of major incident or issue arises,
the crisis response of the organisation allow to:
• Safeguard the health and safety of employees, local communities and the environment
• Pursue its production, business and commercial operations
• Limit financial or legal implications to a minimum
• Protect its reputation towards internal stakeholders, authorities, investors, clients,
suppliers, key opinion leaders, media, the public opinion in its whole
C’est pas toujours notre tache, on doit faire attention de pas se prendre pour un pompier ou autre.
Crisis Reputation Management?
• Shape the attributions of the crisis – Au moment ou le crise arrive nous voulont savoir qui est reponsable de la crise, nous on doit s’assurer que les stakholder ne vont pas attribuer la faute sur nous.
• Change public and stakeholder’s perceptions of the organisation
• Reduce negative affect generated by the crisis
3 grosses écoles :
1- Retercal approche
2- Stratégic and context oriented approach – when, were and to whom an organization have to address nous on se concentre sur elle
3- Multivocol approach – Regarde la communication de tous (partie prenante) et leur intérêt de la crise.
Situational crisis communication Model
1- CRISIS : Starting point, une crise prend place
2- Crises reponsability – la question est a quel extend les partie prenantes penses qu’on est reponsable de la crise. On est humain et on a besoin d’un responsable. Cela va dépendre de paramètre.
3- Crises history – c’est tu la première fois que ça l’arrive à ton organisation., c’était quand la dernière fois que c’esr arriver.
4- Reputation history – C’est quoi ta réputation initiale au début de la crise, c’est quoi ta relation avec les parties prenantes avant que ta crise commence.
5- Crises response stat – ce que ta compagnie dit et ces quoi ton message, ça va affecter la crise et sa gestion. Ca va effectercomemnt les parties prenantes vont t’attrébuer la crise
6- Institutional reputation – Taking to akount la reputation de l’organisation
7- Emotions
8- Behavioral outcomes : ça va changer selon la gestion de la crise
Crises responsibility in a Victim cluster?
Victim cluster: In these crisis types, the organisation is also a victim of the crisis.
Weak attributions of crisis responsibility = Mild reputational threat
• Natural disaster: Acts of nature damage an organization such as an earthquake.
• Rumor: False and damaging information about an organization is being circulated.
• Workplace violence: Current or former employee attacks current employees onsite.
• Product tampering/Malevolence: External agent causes damage to an organization.
C’est le plus dans le vert
Crises responsibility in accidental cluster?
Accidental cluster: In these crisis types, the organisational actions leading to the crisis were unintentional.
Minimal attributions of crisis responsibility = Moderate reputational threat
• Challenges: Stakeholders claim an organization is operating in an inappropriate manner.
• Technical-error accidents: A technology or equipment failure causes an industrial accident.
• Technical-error product harm: A technology or equipment failure causes a product to be recalled.
Il est après celui dans le vert complet, il se retrouve plus entre le jaune et le orange
Crisis responsibility in a intentional cluster
Intentional cluster: In these crisis types, the organisation knowingly placed people at risk,
took inappropriate actions or violated a law/regulation.
Strong attributions of crisis responsibility = Severe reputational threat
• Human error accidents: Human error causes an industrial accident.
• Human-error product harm: Human error causes a product to be recalled.
• Organizational misdeed with no injuries: Stakeholders are deceived without injury.
• Organizational misdeed management misconduct: Laws or regulations are violated by management.
• Organizational misdeed with injuries: Stakeholders are placed at risk by management and injuries occur.
Dans le rouge mais pas au fond du rouge
What are the factors influencing the crisis strategy
• The crisis threshold
• Knowledge of the topic
• Risks
• Media exposure
• Predictable course of the crisis
• Sharing of responsabilities
• Game of competition
• Timing
On doit prendre en consideration des paramètre avant de mettre en place une stratégie de gestion de crise. Tu n’as pas beaucoup de temps pour décider la position et message de ta compagnie et tu ne peut pas la changer plein de fois sinon c’est pas bon pour ta crédibilité.
Ton message doit être consistant sinon ça marche pas.
Si jamais tu réalise que ce que tu as dit la vieille c’est pas vrai, tu dois justifier ton changement, mais c’est pas un bon sénarion pc c’est pas bon pour ton image auprès des parties prenantes
Dans les premières heure/jour d’une crise que doit tu faire?
Dans les première heure et les premier jour du doit décider c’est quoi ta réponsre et pendre des paramètre en considération ceux-ci :
• The crisis threshold – est-ce que ça touche le publique en general
• Knowledge of the topic – C’est tu un sujet que les medias aimerait
• Risks – Est-ce que ça peut affecter un grand nombre de personne
• Media exposure
• Predictable course of the crisis
• Sharing of responsabilities
• Game of competition
• Timing
1- we know
What happened?
Avoid misunderstanding or fake information
- do not speculate on cause or responsibility
-no jargon
2-we do
What did extx do?
to manage the incident
to avoid the incident
-safety = priority 1
-thank other actors involved
-no jargon
3- We care
Show empathy
*we regret, we understand your concern, we apologize
- Do not overreact
- Do not claim responsibility
1- En fesant la première étape tu ne peut pas faire d’erreur. ATT : mais we know we care ne peut pas être notre seul stratégie tout au long de la crise c’est juste une première phase .
Sa va te permettre de pas dire une réponse à la crise que tu va regretter plus tard. Ce n’est pas une réponse à la crise, c’est pour te donner du temps pour investiguer la situation.
Crisis response strategy 1
Page 30 des notes de cours
Crisis response strategies 2
It’s Me
Recognition
Goal
• Show transparency, gain legitimacy, enjoy mitigating factors, improve reputation, stop crisis. Ne dit pas que c”est toi sit u ne sais même pas.
Conditions of success
• Firm
• With explanatory measures
• Fast – tu peux pas laisser ça devenir énorme et après sortir et dire oui c’est moi
Several options
• Assuming responsibility and repairing damage provides an advantage from a legal and media point of view
• Express its incomprehension if the company does not know the reasons for the situation
• Extend responsibility to external stakeholders, such as regulatory authorities.
C’est la Meilleur statégie pour la réputation. Tu le dit et tu le reconnait.
The other option
Side project
Moving the place of the debate and bring a different angle
• Leave the weak area, a defensive position to communicate on a positive topic, draw the attention on something else.
Conditions of success
• Rely on tangible elements
Several options
• Counterattacking and pointing out the benefits for the competitors
• Transfer responsibility outside the company
• Limit your communication, or communicate more strongly on another topic
• Emphasize that the worst has been avoided and that the situation could have been much more serious
NO
Refusal/Denial
Denegation
• Deny responsibility and dismiss charges, dangerous strategy, there is no crisis
Several options
• Remaining silent from the onset of the crisis
• Stop talking from a specific moment and therefore no longer fuel the crisis
• Advancing the principle of the missing link
• Minimizing the effects of the crisis, you are the only one with the info/data
• Fuse strategy
• Blame a group of employees
• Deny responsibility by deferring it to a past period
• Name/brand change
The reality
The reality
• Emotions can transform your communication
• Curiosity is immediate and insatiable
• You know nothing but you have to communicate a lot and quickly
• Nobody is interested in your emotional states
• Your IQ can approach 0
• Everyone becomes expert in “your” field
• The framing is often unfavourable/negative to you
• We expect you to plan everything and take care of everything
• Your company is immediately judged. It is only after that stakeholders will form a more objective opinion
• You need to be 100% coherent
1- Tu prend conte des info tu as
2- Tu définis ta stratégie
3- Tu peut maintenant trouver tes messages clé
Crisis strategy 3
Crisis strategy 3 page 32 des notes de cours
